This means it is not enough to focus purely on priorities. Work often has time constraints: deadlines, service level agreements, “cannot start before” date, “has to be done exactly at that day/hour”, etc.The daily tasks might seem simple and repetitive to outsiders, but each task is somewhat challenging and has some risk and variation to it, as it involves dealing with people and data. A large part of your work week consists of what is frequently called “Business as usual” (“BAU”) or operational work – somewhat repetitive, somewhat standardized activities that either constitute or support your core business and are considered value-added to your organization.This article is for you if you are interested in Agile, Scrum and Lean and work in/with a team that has many of the following characteristics:
#Taskboard house series#
This is the first in a 3-part series of articles describing the Visual Management Framework (VMF), a framework for creating Agile teams outside of software, IT and product development. For example, we might decide to descope a project or value stream from a team because the unplanned work the team has to handle exceeds initial projections.Īn Agile framework for teams outside of software, IT and product development. Refinement and mid-term planning activities consist not only of classic refinement work (changing priorities, adding details, breaking down work) but also of regularly studying progress across different value streams and making strategic refinement decisions based on empirical data. A VMF team is a positive multi-tasking team that integrates and prioritizes work from different value streams into a delivery of maximum business value from a systemic perspective. Essentially different types of work that the team concurrently works on within the same planning window. The other dimension represents independent products, value streams, projects, or similar. One dimension represents priorities and dates. The VMF map is a two-dimensional team backlog. The third distinguishing pattern in VMF is the multi-track backlog, which we call the VMF Map (in honor of the User Story Map, which it resembles) and the associated mid-term refinement and planning activities. When picking up work, date constrained work will have priority over non-date-constrained work. It means we start by taking into account date-constrained work, and fill in the remaining expected capacity of the sprint, quarter or release with priority work. In practice, this is not as difficult as it sounds. This is a bit more complex than classic agile planning which is only priority-centric and slightly changes the nature of the planning practice. While we integrate dates, we maintain the empirical nature of agile planning as a core practice. This is in contrast to a classic Scrum planning approach which only takes into account capacity and priority, or a Kanban approach that has no planning. In VMF we will take dates into account when defining a sprint or quarterly backlog. The addition of calendar-based rows or columns implies that a VMF planning session is first date-driven and second priority-driven – but without losing its empirical nature. The second pattern in VMF is the extension of empirical planning activities to include date-constrained work.
tasks that must be done on a certain day or hour.a row or column for each sprint in the VMF Map board.a column for each day of the week in the VMF Sprint board.
Concretely, this means a VMF taskboard design will have date-related rows or columns in it instead of (or besides) a value stream, and we embrace that some tasks or PBIs will have date-related constraints. The most important, visible and distinguishing pattern in VMF is the integration of calendar aspects into a classic agile taskboard that allows us to visualize the time dimension when planning and executing work. #1 Calendar taskboards and date-constrained work
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